Unpacking Lean startup: global insights into key deployment factors

Purpose The study is intended to explore the key deployment factors of lean startup (LS) methodology in terms of tools, pros, cons, critical success factors (CSFs), challenges and benefits of LS methodology, providing a global perspective on LS application. Additionally, the study aims to compare LS applications across startups and large corporations for company creation or development projects and in companies in developed and developing economies. Design/methodology/approach An exploratory survey was conducted using an online questionnaire with 117 practitioners globally. Data analysis employed descriptive statistics, the Friedman test, Kendall’s coefficient of concordance and the Mann–Whitney U test to rank and compare LS adoption factors. Findings The study presented an empirical and global assessment of key LS factors through the perception of LS experts. The results demonstrated that startups use LS tools more frequently than large companies. However, they have more difficulties structuring the use of LS. Few differences were observed between the application of LS in companies in developing and developed countries, with the predominant difficulty in obtaining competencies and skills related to LS in developing countries. There is more intensive use of LS tools by companies that used the methodology for their creation. Practical implications The study emphasises consumer involvement, training and top management support for LS implementation, giving entrepreneurs and managers actionable insights. It also suggests governments investigate how to promote LS use in varied organisations. Originality/value A complete empirical investigation of LS deployment determinants fills significant gaps in LS literature. It addresses organizational kinds and economic circumstances from a global viewpoint, improving theoretical knowledge and practical execution of the LS approach.